Social Policy Goals of Special Events - Research Paper Example

Identify and explore why local authorities see events as integral to wider social policy. Analyse to what extent social policy objectives are achieved through local events. Introduction Special events are now considered to be an important part of social life, while the frequency of events organized in any society determines its culture and traditions. Events have the potential to provide people with a strong perception of belongingness, place and a larger level of relevance in public life. During the last few decades, the concept of events management has developed a great deal primarily because local governments now understand the need to manage events safely because they are major elements in contributing to the community environment. City governments recognize the significance of rural and urban events in creating better prospects for business growth, employment generation and development of infrastructure, increase in tourist flows and adoption of effective marketing strategies. The public sector is now actively involved in supporting special events that are now gradually becoming an important part of perceptions in terms of celebrating culture and demonstrating civic pride that eventually result in economic and social benefits. It is possible for local governments to use marketing strategies directed at using events to create opportunities of economic and social development. This paper identifies and explores why local authorities view events as being necessary to include in the larger social policy. The paper will analyze the extent to which social policy objectives are achieved through local events. Background Events can be categorized into several categories such as flagship events, mega events, calendar events, one-off events, thematic events and regional events. It is known from the ways in which events are organized that local, regional and national governments strive towards differentiating events in categorizing them as having local, regional, national or international relevance. Flagship events have the ability to create a strong effect even outside the region where they are organized. An example of mega events is the European Capital of Culture of the Commonwealth Games that is known to require considerable commitments from national and regional organizations. Calendar events such as the Great North Run are integral to the usual national and international events that are held regularly and they do not entail much of competitive bidding. An example of one off events is the UEFA Champions League Final whereby the events are mainly relative to national or international interests and are held on the basis of the competitive bidding procedure. Thematic events are essentially established on the basis of festival themes (Bowdin et al, 2006). Regional events are now recognized as making considerable and positive difference in the social life of people. They help in improving the quality of life of people visiting or residing in the given area. Such events also place destinations on maps and eventually transform into flagship events in due course, depending on their popularity and success. Such events are known to enhance the image of the destination because of being focused through the building of people’s passion and motivation. Given that events are mostly one off happenings, it is important to have efficient marketing in ensuring that it is attended well and generates sufficient revenues. A characteristic development in this regard has been the pattern whereby organizers look for partnerships in supporting the event and such partnerships mostly go further than the conventional pursuit for sponsorships. By their very nature, events need to have a large number of volunteers or paid workers on short term or temporary basis. This aspect of events management needs to be planned carefully, by way of numbers of people required, their responsibilities and their roles. A major need in this regard is to link safety and health, which means that the workers have to be provided with appropriate training. Events provide an atmosphere whereby people are brought together as local festivals are major features of society life. Now, more and more local authorities are considering events as being integral parts of the social inclusion policy. Organisers of events are now increasingly driven by safety issues, specifically in view of the increasing costs of insurance and the emanating culture of litigation whereby people do not hesitate in getting involved in litigation if they do not get value for their money. Therefore, in this context, it is important for event organizers to make risk assessments that should be carried out as an integral and important part of the strategizing procedure of every event. The value of any event is not viewed from the perspective of the happenings at the event but the benefits that are generated by the event. Such benefits relate to economic, political, social, cultural or marketing advantages accruing from participating in the event. The Need for Events Rejuvenating the urban structure and environment is now a major concern of many local governments because regeneration results in additional growth and development of regions and communities, in addition to attracting investments and eventually providing a a bigger tax base (Hughes, 1999). The regeneration process needs to be made through first making detailed strategic planning that allows delivery of the benefits to the rejuvenated areas to concerned stake holders and related groups. The methods in this regard are mostly based on widely accepted marketing strategies of the private sector. Thus, local governments can also make use of the private sector’s strategies in accomplishing favourable objectives for the communities. Cultural events are now playing a very important role in urban regeneration in several countries, including the UK. For instance, instead on emphasizing on capital projects, recent developments in terms of cultural projects in the UK have been focusing more on increasing the potential of cultural activities in supporting regeneration of communities. According to Getz (2007), events are described as “A one-time or infrequently occurring event, outside normal programmes or activities of the sponsoring or organising body. To the customer or guest, an opportunity for a leisure, social or cultural experience outside the normal range of choices, or beyond everyday experience” (Getz, 2007, p.125). Events are characteristic of being categorized in terms of size and scale, purpose and sector. There are certain attributes of events that make them special and memorable; festive spirit, uniqueness, quality, authenticity, tradition, hospitality and symbolism (Getz, 2007). Events are mostly organized for the benefit of local communities, members, sponsors and the media. Planning an event is the same as any business venture because a clear background plan has to be established in delivering and monitoring its purpose. It comprises of an overall statement of intent which includes the vision and mission statements. Strategic planning includes indentifying organized targets and setting specific, measurable, agreed and realistic objectives, which are set in discussions amongst people who have to achieve the goals. Decisions have to be taken about tactical action plans, allocation of resources, assignment of responsibilities and authority and the organizational structure in terms of roles, responsibilities and modes of communication. Participatory cultural programs prove to be more flexible and cost effective in catering to local needs, which coincide with the shifting of focus on regenerating policies towards viewing locals as the most important asset that can affect the required change. Cultural programs are known to contribute in leading to enhanced local influence and social consistency. Such patterns reduce offensive behaviours, develop partnerships in private and public sector, promote interests in the local atmosphere, develop self confidence amongst local residents; enhance organizational ability and support a positive environment in working towards a stronger vision for the future. Many people working towards renewal of cities have realized the significance of human potential as being the most important asset for communities. It is now recognized that social consistency, creation of wealth and the quality of life eventually depend upon a population that is imaginative and confident in feeling empowered to fulfil their potentials. Local governments are now increasingly focusing on cultural programs as a means to activate the process of community and individual growth and development (Swarbrooke, 2002). Cultural programs are perceived to be better than capital investments for several reasons. They are comparatively cheaper and more cost effective and can be adopted speedily in keeping with local requirements and ideas. In addition, such programs provide high potential returns at low risks and are quite flexible in being changeable at ease. There are several examples of cultural events that have been very successful in the UK and in Europe, which indicate the success of urban regeneration initiatives. This success reveals that a number of benefits are provided to local governments and citizens from the organization of cultural events. Community events have revealed that they have the potential of bringing people and communities together. Such programs are also known to reduce offending behaviour amongst young people because they address criminal behaviours in communities. Many arts organizations in the UK are known to have taken initiatives in enhancing people’s interests in the environment. Events at local levels develop self confidence and build private and public sector partnerships. Culture is now an undeniable aspect of the larger picture in promotion of destinations and for urban regeneration. For instance, the European Capital of Culture was organized by the EU in 1985 under the sponsorship of the governments of France and Greece. This event provided opportunities to the selected cities with opportunities of focusing on cultural strategies to enhance the number of visitors. From the marketing perspective, local governments eventually turn out to become the end customers of different council strategies. The patterns of increasingly different customer expectations and life styles indicates the need for adopting new methods of recreation and leisure and thus to the development of government services. The provision for leisure and cultural development as required by the community needs to be meaningfully described prior to response by local governments. According to Silvers (2006), this customer and market oriented effort marks the strategic planning procedure for marketing. The most difficult task faced by local governments is to satisfy the multifaceted demands of communities and customers. Because of extensive diversity in the circumstances of each region, the demographics imply that it is not possible to deal with the given issues in only a single way, to achieve government objectives. Given that urban communities are complex because of constant and periodic economic and social transformation, local governments need to develop a variety of products so that they meet the requirements of varied community sub-groups. What is needed is that the events should be able to meet the expectations of the heterogeneous communities that exist in large centers such as London. Only then can the region benefit from good outcomes. Marketing Strategies Strategic market orientation is an effective marketing approach that has been used in public sector organizations as a consequence of competition in the tendering process in the private and public sector. It is necessary to adopt a strategic approach after the monopoly in public services is removed and under such circumstances, the government must take action in considering the actions of other entities. Many argue in this regard that marketing principles are not appropriate to be used in the public sector. It has been revealed through research that market responsiveness and market orientation are useful management objectives in the public sector. This is because gathering information and disseminating the same are very important to respond effectively under given circumstances. Bennett and Koudelova (2001) conducted research in this regard in all the four councils in London and they found that this kind of strategic approach was not effective in London. This was because in these areas, the marketing function was mainly perceived as being operational, which is a perception that is suggestive of inefficient strategic goals and a minimum long term planning procedure (Creech, 1995). According Bennett and Koudelova (2001), planning in marketing functions relative to the local governments appeared to reveal a more strategic characteristic whereby the marketing mix pertained to simply transferring private sector marketing practices to the public sector. But this was not likely to succeed because other practices are particularly established for the sole character of the public sector and relative markets. Some researchers have argued that specific techniques and language have to be adopted for success in the public sector. This kind of marketing strategy focuses on being compassionate towards the public sector’s cultural values and the needs pertaining to incremental change. It has been suggested by Getz (2007) that strategic processes for succeeding in marketing in local communities require the incorporation of different long term marketing plans for different regions. These requirements can be condensed into a five stage model: Analysing the external and internal environments so as to evolve a competitive capability strategy to achieve sustained competitive advantages. Developing increased products and services in terms of a customer oriented event development program. Focusing on long term investments and pay backs. Making use of data base marketing strategies for developing long term customer relationships and to keep track of responses as a measure of assessment. Searching for partnerships and networks with different private and public sector organizations. A clear need is established for shifting the focus from the functions to strategic marketing concepts to effectively deal with urban regeneration, destination imaging and the management of customer aspirations. It is for sure that events will assist in raising the standing and profile of for example, a borough only if realistic objectives are planned in complementing the overall strategies for any given area. There are several examples in the UK whereby event led strategies have considerably assisted in achieving the objectives of local governments. Examples in this regard are the Commonwealth Games in Manchester (2002) and the World Students Games in Sheffield (1991). These events underline the significance of strategic approaches towards events and the need of making use of long term planning processes (Masterman, 2003). It is thus evident that events have a very important role in terms of the social and economic development of communities. It is conjectured that because of strategic positions and market orientation, local governments can make use of the event as a strategic instrument for creating urban regeneration, employment generation, cultural provisions, city imaging and for enhancing the values for communities and end users. This process has been successfully used for developing frameworks to assess the present levels of strategic planning in the events activities of local governments. This kind of structure has also been successfully used by way of in depth interviews in three borough councils in London. Theoretical Aspects Total Quality Management (TQM) entails evaluation, feedback, changes and improvements that are essential for the structures and planning strategies in event organizations. According to Allen et al (2005), “Integrating the practical aspects of controlling quality with the overall strategy of an event is called total quality management”(Allen et al, 2005, p.23). Thus, total quality management can be understood as approaches to management and leadership that ensure to create external and internal environments whereby customers and employees are satisfied at every stage. Event management companies make use of different TQM strategies such as: Volunteer programs for providing the best possible services Rewarding the best performers Investing in people Additionally, events companies have to be professionally managed and have to aim towards improving the quality in every event by using techniques of disseminating information and adopting the best possible evaluation and information systems. For event management to achieve a professional status it is required to establish a body of knowledge along with an agreed upon status relative to competency levels that are necessary for qualifying workers to perform the given functions. A credible system of providing knowledge and transmitting the same has to be established along with a reliable method of evaluating competency levels. The event management company must establish an equitable accountability system, which will allow the company to enjoy exclusive jurisdictions on the basis of expertise and experience (Silvers, 2006). The main elements of an event management company are: Supply, in terms of providing customers with products and facilities Transport of goods and services Linking, which is an integral part of the overall planning process Flow control that links the flow of products and services amongst customers during the event Information networks for efficient flows of information Allen et al (2005) have held that planning in events management companies relates to the end results that need to be achieved. Planning allows the event management company to work towards objectives and to develop ways of achieving such objectives. It is important to understand the significance of internal and external resources. Internal resources such as equipments, people, capital, time and resources External resources such as the economic environment, which the events management company must be aware of. The event management company has to ensure engagements and efficient productivity during the planning procedure, which is crucial in terms of evaluating and monitoring the progress and measuring the achievement of goals. This process also involves motivation of workers in the events team that are assigned responsibility of performing the given tasks. The event planning process involves conceptualization, realization, implementation and evaluation (Morehouse, 1996). Achievement of Social Policy Objectives Through Local Events Local governments are now increasingly using events to increase the involvement of at-risk individuals in leisure and cultural activities so that they are not put at further risk of exclusion. This is more important from the perspective of the areas in which such people live or other factors such as ethnicity, age and disability. The idea is to improve the quality of life of such people. The efforts make available additional resources in the area of culture and leisure. Leisure and culture are known to play an important role in terms of schemes that are designed for regenerating deprived communities. Local bodies that are involved particularly in the field of leisure and culture incorporate cultural diversity and social inclusion in their policies. These organizations are able to constructively engage with communities as well as at-risk individuals. Given that regeneration and economic development are crucial to reverse the deep rooted problems amongst the deprived sections of society, the involvement of local governments assumes greater importance because the role of the private sector is not recognized as leading to positive outcomes. However, the private sector is better equipped in tapping new markets to enhance profits, develop underutilized talent, to train people and to boost local businesses. It is now widely recognized that the private sector can assist in bringing advantages for the larger community as well as for companies. It is essential for businesses to involve themselves in turning around the conditions of deprived areas and assist in building sustainable societies. It is thus a positive sign that in the UK, local government and communities have started working in collaboration to achieve better involvement of the deprived population. Involvement of local governments in event management fosters development of art and culture because it is more inclined to make investments in this sector. It can influence events for the indigenous and traditional cultural development of the given region and can use such events to maximize the venue efficiency. These initiatives also encourage sustainable cultural event tourism. The events can be made more effective through framing of proactive policy initiatives by integrating events in the cultural policy and arts developmental plans. Local governments have the ability to develop particularly relevant event funding programs. Additionally, they can also develop cultural themes and programs for different events. Introducing performance measures will improve the overall efficiency of the programs. It is possible to evaluate the overall efficiency of cultural and art developments that are taking place in communities. Local governments can effectively develop and use various means of cultural success and its advantages (Watt, 2001). Local authorities view events as an integral part of the wider social policy because of the positive impact they have on the social and cultural environment. People get benefited through shared experiences that revitalize traditions, build pride in the community and validate community groups. Events invariably result in enhanced community participation whereby new ideas and challenges are introduced. All these factors combine in expanding cultural perspectives. The positive impacts relative to physical and environmental effects pertain to showcasing the environment whereby the best models are made available for the best practices. There is enhanced environmental awareness, higher level of infrastructure legacy and improved communication and transport systems. The biggest physical impact is the changing of urban areas and their renewal. Positive political impacts pertain to enhancement of international prestige, improved profile, promotion of investment, social consistency and development of management skills and abilities. There are positive impacts on tourism and the economy in terms of promotion of destinations and larger numbers of tourist visits. Because of events, people tend to extend their stay, which yields higher tax revenues and generates additional employment. Although there are a number of benefits associated with the organization of events, it is meaningful to discuss their negative impacts also. Issues such as alienation and manipulation of communities are major aspects that local governments have to deal with in making people to cope with the complexities that arise in this regard. Some events result in negative community image, such as bad behaviours by local people and groups, substance abuse, social dislocation and loss of amenity. The negative outcomes emanating from physical and environmental impact relate to pollution, environmental damage, noise disturbances, traffic congestion and destruction of heritage. Negativities also result from the political impact of events because of risks relative to event failure, lack of accountability, misallocation of funds, legitimizing ideologies, loss of community and propaganda. Events can also lead to negative economic and tourism impacts because many communities resist tourism because of loss of authenticity and damage to their reputation. Event managers are known to exploit the local population in terms of inflated prices and opportunity costs. Conclusion It is well established that a large number of social policy objectives are achieved through the organization of local events. Events lead to an environment whereby the local population benefit from shared experiences and through different ways of validation of the community. Higher level of community participation opens up new opportunities for the local population. The local governments have a responsibility towards conducting most of the local events that relate to community affairs. In the UK, most local governments are actively involved in different events programs. However, the development and significance of events and the enhanced role of local governments in their management has raised some issues relative to mandatory requirements during events. Because of excessive discretion provided to local governments in relation to the organization and management of events, quality standards are perceived to be low. As a consequence, the opportunities of accomplishing strategic goals have the potential to be ignored. If there is more strategic usage of different events, there will be more long term benefits accruing to the communities and will immensely help in achieving the objectives of local governments. Nevertheless, events organized by local governments invariably lead to increased civic pride and greater levels of community involvements. References Allen et al. 2005. Festival and Special Event Management, Wiley. Bennett, R., and Koudelova, R. 2001. Image selection and the marketing of downtown areas in London and New York. The International Journal of Public Sector Management, 14(4), pp.207–219. Bowdin et al. 2006. Events Management, Butterworth-Heinemann. Creech, B. 1995. The five pillars of TQM : how to make total quality management work for you. Penguin. Getz, D. 2007. Event management & event tourism. Cognizant Communication. Hughes, G. 2009. Urban revitalisation: The use of festive time strategies. Leisure Studies, 19, pp.118–133. Julias Silvers .2006. Event Management: Profession or Occupation? http://www.juliasilvers.com/embok/Profession_Occupation.htm, Accessed 0n 18 April. 2012. Masterman, G. 2003. Sports events: A new planning process, Sport & leisure:A service operations approach, Continuum. Morehouse, D. L. 1996. Essentials of TQM. Gower. Silvers, J. 2006. Event Management: Profession or Occupation? http://www.juliasilvers.com/embok/Profession_Occupation.htm, Accessed 0n 18 April. 2012. Swarbrooke, J. 2002. 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